Word: store
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Dates: during 1950-1959
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...crowned his career as a top merchandiser of dope and prostitutes, was set to go back in business selling hypodermic needles and such in Naples, where Italy's cops have him sequestered. Lucky's new racket, however, is apparently legitimate; he will soon open a clinical supply store, purveying such items as stethoscopes and bedpans to Neapolitan doctors and hospitals...
...Spanish-language tracts and exhortations emphasizing clean lives and the obligation to return to wives and children with full pockets. On Saturday night, when the sombreroed braceros jammed the streets and shops, Baptist Hernandez sent his preaching teams fanning out through town. Stationing himself in front of the Safeway store, he soon had his Mexican listeners pressing forward to make "decisions for Christ"-though some were just being amiable to the young man in fine clothes who played the wonderful, sad music. None of the Mexicans were baptized during the crusade; their names and addresses were merely taken with...
When Millionaire Printer John F. Cuneo bought control of Chicago's ailing National Tea Co. in 1945, he grumbled that he was taking on "the worst chain-store property in the country." From Harley V. (for Vincent) McNamara, who had talked him into the deal, came a soothing answer: "That's what's so good about it-it can't get any worse." As National's new president. Optimist McNamara soon proved that it could get a lot better...
...nine, outside Sportsman's Park, selling newspapers and score cards. He quit school at twelve, drove a team of horses for a local grocer for $4 a week and, at 21, failed at running his own grocery. In 1917 he took a job in a St. Louis store of the Kroger chain, eventually became chief trouble-shooter for the whole chain (3,174 stores). He quit to join National Tea because Kroger rejected his ideas for extensive reorganization on the grounds that the company was already doing well. Says McNamara: "Hell, the time to make changes is when...
...when the war put it into the black. McNamara found the chain burdened by paper work and centralized control that failed to respond to local needs. McNamara set up nine semiautonomous branches, whose managers do their own buying, advertising and pricing. He bought out nine competing companies (358 stores), closed up white-elephant outlets, built new ones in new neighborhoods. Result: National today has fewer stores (738 v. 880 in 1945) but it has boosted volume per store...